Attitude Tpward Visionary Leadership

Typologies of leadership style are emerging from naturalistic studies conducted by researchers at school sites. Through extensive observation and interviews with members of schools, researchers have accomplished a specific description of the values and behavioral attributes of leaders. For example, Bennis and Nanus (1985), Blumberg and Greenfield (1980), Deal and Kennedy (1982), Lightfoot (1983), and Wolcott (1973) have presented informative studies of schools and organizations. These analyses of leadership in context have contributed to the identification of notable, effective leadership qualities. In addition, the genre of effective school research clarified the existence of variation in the principals’ influence upon school quality (Leithwood and Montgomery, 1982; Purkey and Smith, 1982). Investigation of school effectiveness confirmed that some principals are more influential than others in making improvements. Some develop reputations as dynamic leaders who foster institutional change, while others are primarily concerned with routine maintenance functions. While documentation of the distinctive propensities of notable principals is available, specific techniques for assessing these propensities are lacking. There is a need to integrate research findings into preparation and professional development programs for school leaders. Information gained from studies of outstanding leaders should be converted into techniques and strategies applicable to the preparation of candidates for leadership roles and continued professional development of individuals who have assumed leadership roles. The following reports an attempt to formulate descriptive research findings into a utilitarian tool for leadership development programs. An instrument to measure attitude toward a leadership ideal was developed, administered, and analyzed for construct validity. Findings from the previously cited studies of leaders, who had reputations for implementing outstanding leadership, were summarized to establish the leadership ideal. It was postulated that the instrument would address a need to assess individual acceptance of the qualities identified in outstanding leaders.